Feedback And Change

I received feedback that one of my employees seem to suffering from an obvious attitude problem. I decided to address the matter pronto and set up a one-to-one feedback session with the employee. To fixate for the meeting I spoke with the Accounts Payable (AP) bus refer and gathered relevant examples of the employees apparent attitude issues (both haughty and negative) to support my message.
My objective in giving the feedback was to understand what was driveway the apparent attitude problems, see if the issue could be remediated and how I could help. I also want to understand whether this was a feature I should have anticipated or if it could have been avoided.
I started the meeting by explaining that purpose of our discussion was to talk virtually some recent feedback I had received in apprisal to the vendor setup process. I began by recapping why we had conducted a recent segregation-of-duties project and why I had given the employee the duty of the vendor-setup process. I reminded the employee of the importance of this task and that a conflict in controls could possibility result in fraud.
I informed the employee of the feedback I had received from AP Manager.



I mentioned that the employee showed an apparent attitude and tone when be asked to setup a new vendor urgently for a vendor payment. Some of the feedback included a leave out of recognition as to the urgency of the request, unpleasant and negative facial expressions and lack of follow up as to when the vendor would be setup.
I focused on explaining the specific problems with the behavior observed and the sensing of attitude and its negative connotations to the employees reputation. I talked about the go along importance of maintaining good relationships with other finance teams and the reputation of our part as well as the need for an internal guest focused finance department. I also relayed the positive feedback that the manager had given to...If you want to get a full essay, exhibition it on our website: Orderessay



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